The document analyzes competition between General Electric and Westinghouse in the large turbine generator market in the 1960s using Porter's Five Forces model. Entry barriers were high due to technical expertise requirements. Government utilities prioritized lowest price while investor-owned utilities negotiated bundled prices and services. Both companies faced pressure to continuously lower prices, reducing profits. GE focused on large generators with lower costs per megawatt while Westinghouse focused on standardizing medium and small generators. To improve profits, the document recommends that GE and Westinghouse find new foreign markets and standardize processes to cut costs, then divide the domestic market to reduce price competition.
Presentation at On The Edge Reading, 24th September 2014.
The reinvention of Marketing with Jamie Brighton, Head of Strategic Marketing EMEA, Adobe
- How to understand, measure and optimise Big Data
- Analysing the audience: How they are using current trends in digital marketing and solutions and what you should be doing
- Comparing and Competing: How to use “Digital Index Reports” to benchmark sectors and companies for awesome results!
Aqualisa Quartz - Simply A Better Shower (HBR Case Study)Arjun Parekh
Probable Solution to HBR Case on Aqualisa Quartz. The Presentation consists of info about Channel Distribution, Development of Quartz Shower Valve, UK Shower Market, Initial Sales Results, 4Ps of Marketing for Aqualisa, A shift in Marketing Strategy.
Presentation at On The Edge Reading, 24th September 2014.
The reinvention of Marketing with Jamie Brighton, Head of Strategic Marketing EMEA, Adobe
- How to understand, measure and optimise Big Data
- Analysing the audience: How they are using current trends in digital marketing and solutions and what you should be doing
- Comparing and Competing: How to use “Digital Index Reports” to benchmark sectors and companies for awesome results!
Aqualisa Quartz - Simply A Better Shower (HBR Case Study)Arjun Parekh
Probable Solution to HBR Case on Aqualisa Quartz. The Presentation consists of info about Channel Distribution, Development of Quartz Shower Valve, UK Shower Market, Initial Sales Results, 4Ps of Marketing for Aqualisa, A shift in Marketing Strategy.
Design Thinking and Innovation at Apple IncSHREYANSH VATS
The following presentation is based on a case on Apple Inc about how Apple goes about implementing innovation and design thinking at their firm, and how there's a shift with the arrival of Tim Cook. The case was a part of our course called BusinessInnovation in New Environment (BINE)
Apple inc. Strategic Case Analysis PresentationMahy Helal
Full strategic case analysis for Apple incorporation including industry , competitor's and firm's self analysis. It covers all the strategic issues facing the industry and Apple inc. as well as the recommended solutions for these issues on business and corporate levels.
The study shows the development on the Apple Inc. mission& vision and the strategic objectives over time.
Clique Pens - Case Study Solution by Kamal Allazov (Essay type)Kamal Allazov (MSc.)
Clique Pens Case Study by Harward Mba Center. This paper introduces possible solutions and recommendations by MSc. Marketing student - Allazov Kamal. (https://allazov.org/)
PowEra Feasibility Analysis Pitch Book
Prepared By:
Justin Charron
Diana Dang
Chris Hoang
Emilia Konoeva
Eric Salkauskas
Aditya Verma
Submitted to Kris Hans, Instructor of ENTI 401 (Entrepreneurship and Innovation 401) - Opportunity Identification for fulfillment of course requirements at the Haskayne School of Business, University of Calgary in Fall 2019.
Design Thinking and Innovation at Apple IncSHREYANSH VATS
The following presentation is based on a case on Apple Inc about how Apple goes about implementing innovation and design thinking at their firm, and how there's a shift with the arrival of Tim Cook. The case was a part of our course called BusinessInnovation in New Environment (BINE)
Apple inc. Strategic Case Analysis PresentationMahy Helal
Full strategic case analysis for Apple incorporation including industry , competitor's and firm's self analysis. It covers all the strategic issues facing the industry and Apple inc. as well as the recommended solutions for these issues on business and corporate levels.
The study shows the development on the Apple Inc. mission& vision and the strategic objectives over time.
Clique Pens - Case Study Solution by Kamal Allazov (Essay type)Kamal Allazov (MSc.)
Clique Pens Case Study by Harward Mba Center. This paper introduces possible solutions and recommendations by MSc. Marketing student - Allazov Kamal. (https://allazov.org/)
PowEra Feasibility Analysis Pitch Book
Prepared By:
Justin Charron
Diana Dang
Chris Hoang
Emilia Konoeva
Eric Salkauskas
Aditya Verma
Submitted to Kris Hans, Instructor of ENTI 401 (Entrepreneurship and Innovation 401) - Opportunity Identification for fulfillment of course requirements at the Haskayne School of Business, University of Calgary in Fall 2019.
CMR 495- Cap StoneMini Case Submission RequirementsEach .docxpickersgillkayne
CMR 495- Cap Stone
Mini Case Submission Requirements
Each case is worth 100 points
Student is to complete the analysis of the assigned case. The analysis must include the following elements:
1. Introduction of the case
2. Thesis statements
a. Background
b. Alternatives
c. Purposed
Solution
s
d. Recommendations
3. Conclusions & closing remarks about the case
· The completed Mini-Case analysis can be summarized using PowerPoint or Word (equivalent software is fine)
· Please email me the final summary prior to class time
· It is acceptable to work as a team on each case study, BUT each case study should reflect the work of the individual student, not the team
Mini-Case Example….
Mini-Case Response – Mini-Case #18
Introduction:
This mini-case response is concerned with Mini-Case #18: “Standards Battle: Which Automotive Technology Will Win?” as described on page 478 in the Rothaermel 3e text. The relevant text chapter is Chapter 7. The material presented within the mini-case briefly describes efforts by several major automobile manufacturers and newer-entry manufacturers to address the issue of replacing the internal combustion engine as a primary source of power for personal automobiles. The mini-case explains that there is currently no consensus among the manufacturers regarding how to proceed and that the pathway forward is not necessarily clear-cut.
Key problems/issues identifiable within the mini-case include:
· Is the impending demise of the internal combustion engine a foregone conclusion and, thus, the alternative power projects by the manufacturers a necessity or is this work more exploratory in nature?
· Assuming that the internal combustion engine does have only a short remaining lifespan, is there a solid understanding of what criteria any new power source would need to meet?
· Is it possible to determine which company and/or technology is likely to be successful, under this scenario – or is too little known at present?
Thesis statement: Based on an analysis of the available mini-case materials and the relevant literature, it is likely that routine alternatives to the internal combustion engine will be needed within a relatively short timeframe. It is equally likely that multiple alternatives will be under exploration and offer legitimate benefits for consumers in the future with a lengthy period of technology optimization involved before a clear “winner” emerges.
Background:
To help place this mini-case into perspective, it is useful to step back briefly from the materials presented to examine the factors that have caused the automobile industry to reach the crossroads described in the scenario in the text.
The internal combustion engine has been the “gold standard” for self-propelled vehicles for more than 100 years. Automobile manufacturers have consistently improved their offerings, resulting in higher levels of power, greater reliability, and length of service; and also, greater efficiency with less environmenta.
• Mega opportunities in P2G and Hydrogen Battery are finally becoming a reality
• New fuel cell companies get spun-off, formed, and funded regularly
• Customers are showing greater comfort with technology through repeat purchases (Verizon and BMW)
• Industry still requires considerable support from regulators in the form of grants, project funding, etc.
• Partnerships and alliances seem to be key for smaller companies to gain global commercial traction
• Starting to see more “marriages” of “project management” companies with “fuel cell” OEMs
• Business models shifting to a service oriented “per unit” sale of hydrogen / power on a turnkey basis
• Requires deeper pockets and cheapest cost of financing
Power Responsive DSR Conference 18th June - Summary PaperPower Responsive
On 18th June, we brought together senior business leaders, decision makers, policy creators and energy experts to discuss the issues crucial to achieving the business benefits of a more flexible energy system.
Together at the event we collaboratively explored the opportunities for business, the incentives and barriers to growth, and sought solutions to deliver demand side response at scale by 2020.
This document is a summary paper of the event
Battery technologies are central to delivering significant advances in a wide range
of industries, from electric vehicles to renewable power. This has catapulted
battery technology to the top of the priority list for many players, leading to a huge
boom in investment, as companies try to build key positions in the market.
However, this investment frenzy threatens to lead companies to rush forward
without asking themselves key questions. What will the landscape look like when
the dust settles? Which technology will dominate the battery space in the future,
and what are the potential scenarios for future growth? How do I (as a chemical
company, utility, investor, battery manufacturer, automotive manufacturer, mobility
provider or government / regulator) prepare for the future and position myself to
benefit?
There is no simple answer to these questions, as they depend on a range of
factors, from the speed of new innovation to the ability to reduce costs of existing
technologies.
Capacity mechanisms for improving security of supply: quick fixes or thoughtf...Université de Liège (ULg)
This presentation discusses future electricity market designs and, in particular, capacity remuneration mechanisms that are needed for new investments and security of supply.
Next generation opportunities in utility scale solarMEC Intelligence
The solar industry is steaming ahead, and 2016 was another record year with a global market of around 74 GW installed, up 30% from 2015. The current projection is that the total installed capacity will be more than double from today’s 320 GW to some 680 GW by 2020 (21% annual growth), and reach 1,300 GW by 2025. At this rate, solar will overtake wind by 2020 in terms of annual capacity added, and by 2022 have more total capacity installed. Solar will then be placed right at the top across all energy sources in terms of new capacity added, representing a third of new capacity in 2020.
The utility-scale segment has been a key driver of the fast growth of solar during the last years, reaching almost 60% of all solar capacity installed in 2016 (Figure 3). A major trend for this segment has been a shift from mature European markets like Germany and Italy, which have relatively less utility-scale projects and more rooftop installations, to emerging markets like China and India, where utility-scale solar dominates.
According to report, utility-scale solar is a segment dominated by the standard multi-crystalline technology, typically deployed in 20-100 MW ground-mount projects, followed by monocrystalline and thin film (Figure 2). The other solar technologies deployed in utility projects are concentrated high-efficiency PV (CPV) and concentrated solar power that converts heat into steam (CSP). These technologies require high levels of direct solar irradiation (ideally desert conditions), which limits their market adoption, and these technologies have also struggled to bring down costs as fast as standard PV due to the smaller volumes deployed (~2%)
This document discusses the development of utility-scale solar and provides a perspective on opportunities and challenges for energy incumbents. It is a starting point for a discussion that many incumbents are currently engaged in – is there a viable role for us to play in utility-scale solar, and what should the strategy be? Find out in this report.
In many ways, the electricity industry makes an unlikely candidate for disruption. Not much changed between the 1880s, when Thomas Edison began building power stations, and the start of the 21st century. Top business leaders rarely had to think about electricity. They got their electricity from the power plant, or the local utility, or the government, and had little say in how it was produced, delivered, or managed. Utility executives, for their part, could make and execute long-term plans with a great deal of security. Demand tended to rise along with the economy; natural monopolies were the norm.
No longer. Several coincident, significant transformations are causing a revolution in the way electricity — the vital fuel of global commerce and human comfort — is produced, distributed, stored, and marketed. A top-down, centralized system is devolving into one that is much more distributed and interactive. The mix of generation is shifting from high carbon to lower carbon, and, often, to no carbon. In many regions, the electricity business is transforming from a monopoly to a highly competitive arena.
Smart Investing is all about seeing the big trend and leaping on it
before everyone else does. While “zero-subsidy” is a new term in the wind power industry it will likely become an even greater and viable opportunity in the next years. Discover the real trends, risks and opportunities behind this novel approach.
PowEra Feasibility Analysis 2
Prepared By:
Justin Charron
Diana Dang
Chris Hoang
Emilia Konoeva
Eric Salkauskas
Aditya Verma
Submitted to Kris Hans, Instructor of ENTI 401 (Entrepreneurship and Innovation 401) - Opportunity Identification for fulfillment of course requirements at the Haskayne School of Business, University of Calgary in Fall 2019.
Similar to GE - Westinghouse Turbine Industry (20)
5. Both firms need to focus on standardization of manufacturing processes and equipment. Direct costs should be decreased by negotiating with raw materials suppliers.
6. 3104011-649044400After the excess capacity is used, GE and Westinghouse should share the market. Although it could be seen as a move for tacit collusion, GE should only focus on large generators and Westinghouse on medium/small. They should not interfere with each other. Less competition in the shared market segment could make the utilities dependent on their products and profit margin could be increased as the market will turn to monopoly.
![General Electric vs. Westinghouse in Large Turbine Generators<br /> Önder BARLAS<br /> Executive MBA Student<br /> Boğaziçi University, Istanbul<br />Abstract: This position paper aims to give short information about the” General Electric vs. Westinghouse in Large Turbine Generators” case by HBSP. Porters Five Forces Model will be used to analyze the competition in the large turbine generators market.<br />305671517243500357415306800<br />,[object Object],Electrical power stations use large steam turbines driving electric generators to produce electricity. Most central stations are fossil fuel power plants and nuclear power plants; some installations use geothermal steam. After WWII, with increasing production, the demand for energy increased. The large turbine generator industry in early 1963 experienced severe price cutting and depressed industry conditions. Due to the unusual conditions, that this market offered, only two companies competed with each other to gain a slice from the pie.<br />,[object Object],Entry Barriers:<br />Situation: First of all, the entry barriers for new entrants were high, as the production of a large turbine generator needed state of the art expertise backed with special equipment. Second, there were no mass production practices for turbine generators as major modification in most of the parts were needed in each project. <br />Comment: A firm which aims to penetrate into this kind of market needs to be ready to spend excessive cash for R&D and human capital. Also it needs to own sufficient cash to finance the costs during the manufacturing process as cash inflows from the utilities could differ. Also there is no constant demand and forecasting requires expertise. Therefore the best solution to break the entry barrier is to buy a company, which will result know-how transfer. Allis Chalmers seems to be a perfect candidate for this kind of approach. For firms coming from abroad and who already possess certain know-how in this business, quality and cost leadership would not be sufficient. They need political back-up (lobbying). As the case states there were two foreign firms (Brown Boveri and Parsons, which tried to penetrate in the US market and had limited success (13.3 % share in 1959).<br />Bargaining Power of Suppliers:<br />Situation: Material costs presents about 35% of the revenue. <br />Comment: It can be assumed that suppliers in this kind of oligopoly have less bargaining power as they are dependent on GE’s and Westinghouse’s purchases. <br />Bargaining Power of Customers:<br />Situation: There are two major customer clusters in the market: Government-owned utilities (GOU) and investor-owned utilities (IOU). From the top 25 utilities 24 of them are investor owned. Government utilities follow a formal procedure whereas investor owned utilities negotiate to reach the lowest price offering the most value added services.<br />3040949-36628600<br />GOUIOUBiddingSealed bids for all1-1 negotiations with eachPrice InformationPublicly postedIncomplete ,never publishedPricingLowest price wins the contractPrice is a bundle of product and services and should be lowest as possible<br />Comment: In this kind of industry knowing each other’s bids is a key variable. As price is the key issue in all negations, complete information is the way to success. <br />According to the Game Theory there are the following options. <br />GE/WestinghouseHigh PriceLow PriceHigh Price0,00,1Low Price1,01,1<br />As seen above the Nash equilibrium for this market is to offer the lowest prices. <br />The large reserve capacity also allowed utilities more bargaining power in negotiations and they could command higher discounts to book prices. This can be easily noticed by the low Return on Sales values of GE and Westinghouse between 1958 and 1962. Continuous discounts leads to an eruption of profits. In such an oligopolistic environment heavy competition can cause zero economic profits and existing firms such as Allis Chalmers needs to leave the market, whereas the low profit margin acts as an entry barrier itself: Firms are unwilling to penetrate in such a market. <br />Substitute Products:<br />Situation: There is no sufficient data about substitute products<br />Comment: A substitute product could be an arch dam, which is a barrier that impounds water or underground streams. Hydroelectric power comes from the potential energy of dammed water driving a water turbine and generator; Dams do not use turbine generators; they have their own type of generator design.<br />Rivalry between existing Firms:<br />Situation: The major issue in the process of competitive rivalry in an oligopoly market is that conditions for avoiding conflict are difficult to reach. <br />Comment: GE focused on large turbines that had lower-per megawatt costs than Westinghouse. This was an important consideration for buyers who were larger, and could justify the higher costs with per unit sales. GE had a large competitive advantage in the large turbine industry for four main reasons:<br />,[object Object]](https://image.slidesharecdn.com/gewestinghouse-13017420943837-phpapp02/85/GE-Westinghouse-Turbine-Industry-1-320.jpg)
